Why universities should rethink line management before they rethink learning

Universities are investing significantly in digital learning, artificial intelligence and enhanced student experience. Yet one of the most effective drivers of performance, well-being and culture remains distinctly human: the quality of line management. Across the sector, the capability to support and manage people is still one of the least-developed and least-modernised aspects of university life.

Despite endless talk about transformation, many universities still rely on the “accidental manager” model. A talented academic becomes a programme lead, a supervisor or a principal investigator, and suddenly they are expected to handle performance conversations, coach colleagues, manage conflict and steer change. Very few receive structured preparation. Fewer still receive ongoing support to develop the core skills that shape everyday leadership: holding one-to-ones, building engagement, applying people policies, managing underperformance, and supporting growth in themselves and others.

This skills gap influences every strategic priority. It affects staff morale, student experience, research culture and the ability to recruit and retain talent. It also contributes to variability in practice between departments and places additional pressure on staff well-being.

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The role of the line manager has also evolved. Managers are now key interpreters of policy, sources of clarity during change, and central to supporting hybrid teams. They must make informed decisions, prioritise workloads and maintain a supportive environment, often within limited resources. The expectations of the role have expanded faster than the support available to those in it.

So, strengthening line management is ultimately about enabling people who already care deeply about their work to do it more confidently and effectively. When managers have the skills they need:

• teams operate with greater consistency
• conversations become clearer and more purposeful
• issues are resolved earlier, reducing unnecessary escalation.

A modern approach to line management in higher education begins with clarity about the role and the skills it requires. We have developed our line management learning offer around three pillars: line manager core skills, line manager expectations and the Our Southampton Behaviours learning module. This provides new managers and peer leaders with the confidence and capability they need from the outset. The learning journey is practical and grounded in day‑to‑day realities, supported by a reflective tool that helps managers assess their strengths across five core leadership skills.

Key areas of capability include:

• Communication: Not polished presentation skills but the everyday essentials: setting clear expectations, giving timely feedback, following through on decisions and addressing concerns before they grow.

• Decision-making: Universities are complex environments. Managers rarely have perfect information, yet they are still required to make fair, consistent, evidence‑informed decisions and communicate them clearly.

• Enabling growth: This involves coaching with intent, supporting structured development and helping colleagues progress rather than remain in uncertainty or frustration.

Effective development must also reflect the particular context within higher education. Academics benefit from approaches grounded in the realities of teaching and research. Managers in professional services face significant operational demands. Early career researchers often lead without formal authority. Support that is relevant is far more likely to create lasting impact.

The value of getting this right is substantial. Strong line management is closely associated with higher staff engagement and retention. It supports healthier research environments, reduces conflict and enables smoother adoption of change. It also enhances student outcomes by strengthening the teams who deliver teaching and student support.

While restructures and digital innovation attract much attention, their success depends on the people who bring them to life. Investing in line management capability is a practical, long‑term strategy that strengthens institutional resilience in a way technology alone cannot. The sector does not need added complexity; it needs confident, well-supported managers who can lead with clarity, consistency and care.

Annie Owen is an employee development adviser at the University of Southampton.

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